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Präsentation vom "teamraum Release Day 2014" am 26.05.2014 in Bern.
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1
teamraum Release Day 2014
Vom Intranet
zum Digital
Workplace
Bern
26.05.2014
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Offices:
- CH - Klingnau (AG)
- CH - S. Antonio (TI)
… und die entscheidende Rolle, die Collaboration dabei spielt
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About Stephan Schillerwein
Extensive experience (15+ years) in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace
Worked for organizations of all sectors & sizes
Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum
Business computer scientist – speaks language of “both sides”
Author, conference speaker, seminar trainer, blogger, …
Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor
100+ Projects
50+ Companies
1 large, international Partner Network
0 contracts with Software Vendors
Project Focus:
Knowledge Work Design
Vision & Strategy
Coaching & Enabling
System evaluation
Lean Intranet Projects
360 Intranet Assessment
Findability & Semantic
Change & Adoption
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WIESO WOLLEN WIR ÜBERHAUPT VOM INTRANET WEG?
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Nur «Informieren» reicht als Daseinsberechtigung nicht aus!
Heute Morgen
Grafiken: Thomas Maeder, Swisscom, i2 Summit 2013
Vom System- und Informations-zentrierten Ansatz hin zum Fokus auf Personen und deren Aufgaben
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Just one small example of what’s wrong today
Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,http://www.youtube.com/watch?v=QIqA_YKeboc
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Total productivity loss in Knowledge Work
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How «good» are we at Knowledge Work?
25%
Time-loss due to informationoverflow and interruptions
29%
Reduction in organisational performance
63%
Managers taking businesscritical decisions w/o theright information
14k$
Cost per employee and yearjust for internal search
80%
of all knowledge is «boundto persons»
25%
Percentage that «outperformers» value information managementmore
85%
Employees who could be moreproductive if work was betterorganised
62%
Companies that don’t trust their owninformations (and have no proper information management)
18x
more growth in employeeengagement if social media is usedinternally
40%
of productivity is directly explainedby the amount of communicationamounf employees
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Sources for previous slide
1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/
2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: SuccessfulEnterprise Search Management)
3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/
4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?containerId=217936
5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002
1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009,http://www-935.ibm.com/services/us/gbs/bus/html/gbs-business-analytics-optimization.html
2. Workplace Productivity Report, http://www.stuff.co.nz/the-press/news/8928152/Digital-stress-overwhelming-workers-study
3. AIIM Industry Watch: „State of the ECM Industry 2011”
4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group)
5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006
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DIE URSACHE(N) HINTER DIESEN PROBLEMEN
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The Key Misconception about Work
Different
SameSame
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Intrinsic Motivation, Meaningfulness
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Manual Labour Case Work Knowledge Work3 Work
types
60%
Planing, Steering, Processes,
Repetition, Standardisation
Self-organisation, Autonomy,
Empowerment, Connectedness
Creativity, Finding Solutions,
Soft Skills
Process / «Robot Work» People
Control, Micro-Management,
Time & Volume = Performance
Today: Efficiency / Revenue Future: Innovation
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The Edge is now the Core
Industrial Paradigm New Paradigm
Core
Edge Based on a concept by Tom Graves,http://weblog.tetradian.com/
Low degree of
knowledge work
High degree of
knowledge work
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EIN NEUER ANSATZ
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«Wenn ich eine Stunde Zeit hätte, die Welt zu retten, würde ich 55 Minuten damit verbringen, das Problem zu definieren und 5 Minuten, es zu lösen.»- Albert Einstein
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This new Paradigm requires a new Project Approach
Operations: Go Live, Use & Sustain
Phase 3: Build & Implement
Stream a: Technology Stream b: Content & Structure Stream c: Adoption, Change & Organisation
Phase 2: Prepare & Design
Roadmap Solution Concept Organisational Concept System Evaluation
Phase 1: Explore & Envision
Analysis Vision & Strategy Business Requirements
Phase 0: Project Initialisation
Project Scope Project Setup
Pre-Project: Business Case & Strategic Direction PlanxP
hase
A: P
roject &
Expectatio
nM
anagem
ent
xPh
aseB
: Ch
ange En
ablem
ent
xPh
aseC
: Co
mm
un
ication
Stephan Schillerwein, version 2.0 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
Define the
Problem first!
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Die 4 Schritte zur Bestimmung der strategischen Projektausrichtung
1Bewertung der heutigen Fähigkeiten und Produktivitätsverluste in der Wissensarbeit
2Identifikation der Probleme und Potentiale(“Value Drivers”)
3Ableitung von strategischen Anforderungen aus bestehenden Strategien, Leitbildern, Werten, …
4Skizzierung der kritischen Erfolgsfaktoren und Hindernisse (Erfolgs-/Misserfolgsszenarien)
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Examples of Value Driver Workshop resultsRoot-cause analysis
0
20
40
60
80
100
120
ÜbergreifendeZusammenarbeit
Organisation & Kultur Technologie &Funktionalitäten
Informationssilos Struktur Sonstiges
Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes
Collaboration Culture Technology Silos Structure Misc
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Praxisbeispiel: ErgebnisseÜbersicht der «Value Drivers»
79%
78%
75%
74%
74%
69%
67%
60%
58%
56%
54%
53%
52%
52%
52%
50%
49%
47%
47%
46%
39%
38%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
02 - AUFFINDBARKEIT VON INFORMATIONEN
07 - WISSENSTAUSCH
12 - PROJEKTARBEIT
01 - VERFÜGBARKEIT INFORMATIONEN
05 - PERSÖNLICHE INFORMATIONSFLÜSSE
14 - PROZESSE
18 - STEUERBARKEIT INTRANET
13 - TRANSPARENZ ÜBER GESCHÄFT
09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE
06 - ZUSAMMENARBEIT
22 - MITARBEITERPRODUKTIVITÄT
08 - KOMMUNIKATIONSMÖGLICHKEITEN
17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN
04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN
15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT
10 - INNOVATIONSKRAFT
19 - UNTERNEHMENSKULTUR
11 - MITARBEITERZUFRIEDENHEIT
03 - PAPIER-BASIERTE VORGÄNGE
20 - ARBEITGEBERATTRAKTIVITÄT
16 - INFORMATIONSSICHERHEIT
21 - MARKENBOTSCHAFTERTUM Content Management
Social Collaboration
Projekte
Personal Dashboard
Prozesse
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WOHIN DER WEG FÜHRT
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Intranet and Digital Workplace EvolutionLe
vel o
f W
ork
Op
tim
isat
ion
& B
usi
nes
s V
alu
e
Tim
e &
Mat
uri
ty
Stage 1:Basic Intranet
Stage 2:Extended Intranet
Stage 3:Digital Workplace
Stages 4+:Evolving Work Design
Information
Work (generic processes)
Enterprise
Stephan Schillerwein, version 1.0 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
Work (specific processes)
News, Information, Phone
Directory, Static Navigation,
Intranet Search
Personalisation, Dynamic
System-wide IA,
Context & Semantic, Enterprise
Search
Workspaces, Communities,
Profiles, Admin Processes, Basic
Applications & Integration
Advanced Social Collaboration,
Decission Support, Project
Management, …
…
…
…
…
Business Processes,
Applications, Integration
e.g.: Innovation, Customer
Relationship, Product Leadership,
Employee Relationship,
Operational Excellence, Portfolio
Management, …
21
WARUM COLLABORATIONEINE HAUPTSÄULE AUF DIESEM WEG IST
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What is the core function of everyOrganisation?
“Firms come into being in order to enable human
beings to achieve collaboratively what
they could not achieve alone.
If one accepts this as the true purpose of any
organization, then the main focus of executives’
attention should be on how to foster
collaboration within their companies.”
(Hansen and Nohria, 2004)
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But we have to understand whereCollaboration is needed most
Artwork by Virpi: http://www.businessgoessocial.net/2014/04/02/microsoft_office_goes_social_infographic/
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Thank you !
Digital * Work * Design
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